|
|
 |
|
|
 |
 |
Program Schemes & objectives
Schemes are the soul of a recognition program; it’s the concept around which the
program is energized. Schemes can be general or specific. “Progress through
Innovation”. “Leadership Through Technology”. Additionally, program objectives
should be thoughtfully defined and measured, but with one primary goal –
implementation of the corporate strategy.
|
 |
Innovation cultural assessment
Collection and assessment of current attitudes provides a foundation for new program
design, or, a better understanding of a current programs effectiveness. It is also
essential to benchmarking. However, assessments should also seek out employees
comprehension of innovation strategy, company core competencies, and competitive
value propositions.
|
 |
Budget allocations & Management support
The number one factor in any program’s success is upper management support. Many
employees view recognition as their opportunity to show themselves to senior
management. Senior management holds the key for career advancement. Recognition
training is an important consideration for management as well. However, this should
not be at the exclusion of peer-to-peer recognition, which is itself a motivator.
|
 |
Award Selection
Successful recognition depends on the attitudes, perceptions and feedback from
employees. Award selection should also embrace feedback from employees. Many
companies offer choices of awards. Many companies tire the level of recognition
with award options that correspond to the importance of the innovation itself.
Consider non-typical awards that step outside expectation, and embrace innovation
themselves through uniqueness.
|
 |
Communication & Program Rollout
Proper communication will link your recognition strategy to the strategic
initiatives of your company. From intranet applications such as innovation
timelines, to multimedia ceremonies to roll out the program, the more the
innovation recognition program is supported through various communication media,
the greater the chance of success and perceptional value to employees.
|
 |
Measurement & Modification
Once a program is in place, follow-up assessments are advised to ensure that the
program is meeting the needs and driving the behaviors that lead to innovation.
The success of a program can be measured through competitive benchmarking, annual
opinion surveys, employee focus groups, ect.
|
|
|
|
|
|
|
|
